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Many brands going through a digital transformation struggle to structure their teams. This framework can act as a guideline.
Farid Mheir's insight:
WHY IT MATTERS: digital requires skills and expertise that are very specific and often benefit from being organized in a center of excellence. This post presents some of those roles. 
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In a nutshell, senior executives must move the company—and themselves—away from outmoded command-and-control behaviors and structures that are ill-suited to today’s rapid digital world. They must redouble efforts to overcome resource inertia and break down silos, because independent teams can’t overcome these bureaucratic challenges on their own. They must direct teams to the best opportunities, arm them with the best people, give them the tools they need to move fast, and oversee their work with a light but consistent touch.
Farid Mheir's insight:
WHY IT MATTERS: the issues raised in this article I see with every corporation I work with. They want agility and flexibility but executives don't let go of out-dated corporate structures and governance. Ultimately, they end up blaming employees and partners when they fail to deliver in a competitive way. Every executive I meet from this point forward will receive a copy of this article!
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At our symposia in Barcelona, Orlando and Gold Coast – I presented my maverick research called “Stop Hiring People; Start Hiring Clusters”. The core idea behind it is that companies should hire pre-formed teams who have learned to work together and have their own tools and work practices, but to hire that team as a permanent asset of the company. This is different to teams of consultants, in that the team is a permanent part of the company. It is different to conventional employment, in that the company doesn’t have a relationship with the individuals in the team, only with the cluster – based on outcomes. The cluster is entirely self-managing – in the extreme case hiring and firing its own members and apportioning remuneration amongst its members, without the knowledge of the company.
Farid Mheir's insight:
This is a very interesting approach to take with regards to team management in highly dynamic and evolving areas where resources within the organization are not up-to-date, as is often the case with digital fields (eCommerce, social recruiting, IT architecture, etc.). In those areas, fidning and hiring a "cluster" of individuals instead of the individuals themselves may lead to much higher productivity and reaching goals much faster. But this requires an organization that is ready to hire clusters ad make it happen. Inquire more in this HBR article from the original Gartner paper.
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Curated by Farid Mheir
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WHY IT MATTERS: digital requires skills and expertise that are very specific and often benefit from being organized in a center of excellence. This post presents some of those roles.